Deloitte Insights Video

Many industries today are moving in one of two directions: They’re either splintering into ecosystems made up of many small, niche players or consolidating around just a few large corporations, according to John Hagel and John Seely Brown, co-chairs of Deloitte LLP’s Center for the Edge. This dynamic is dramatically changing the way companies operate and compete, and large organizations in particular will have to adjust their growth strategies as a result.

Traditional office-centric and campus working models support collaboration and creativity, but offer little employee flexibility. Conversely, virtual models offer flexibility and other benefits, but can erode company culture. This Deloitte University Press video examines the potential and viability of a hybrid working model that encompasses the strengths of each.

Young consumers weaned on 24/7 connectivity and convenience have very different expectations of automobile technology and ownership, according to findings from Deloitte’s 2014 Global Automotive Consumer Study. These and other generational shifts in consumer opinion are challenging automotive companies to engage potential customers in new ways.

Related Deloitte Insights

Many industries today are moving in one of two directions: They’re either splintering into ecosystems made up of many small, niche players or consolidating around just a few large corporations, according to John Hagel and John Seely Brown, co-chairs of Deloitte LLP’s Center for the Edge. This dynamic is dramatically changing the way companies operate and compete, and large organizations in particular will have to adjust their growth strategies as a result.

Young consumers weaned on 24/7 connectivity and convenience have very different expectations of automobile technology and ownership, according to findings from Deloitte’s 2014 Global Automotive Consumer Study. These and other generational shifts in consumer opinion are challenging automotive companies to engage potential customers in new ways.

When end users download increasingly powerful desktop analytics tools without involving IT, data quality quickly erodes and IT environments fragment. CIOs are rising to this challenge by collaborating with business leaders and end users to create interconnected analytics ecosystems that support data integrity while meeting the needs of both the business side and IT.

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About Deloitte Insights

Deloitte Insights for CIOs couples broad business insights with deep technical knowledge to help executives drive business and technology strategy, support business transformation, and enhance growth and productivity. Through fact-based research, technology perspectives and analyses, case studies and more, Deloitte Insights for CIOs informs the essential conversations in global, technology-led organizations.

The DevOps Difference

IT organizations spend considerable time automating other functions’ work. Yet much of their own work—from keeping track of different hardware and software configurations to provisioning development environments and performing quality assurance testing—remains manual and disjointed.

At a time when the pace of innovation is accelerating and user expectations continue to grow, this manual effort impairs software development teams’ ability to release new features in a timely fashion. It leads to bugs and other quality issues, and it costs money. As a result, leading IT organizations are embracing DevOps, a delivery model that seeks to improve the quality and reduce the cost of software development by breaking down barriers between development and operations teams—and automating their work.

In this Tech Trends 2014 video, Alejandro Danylyszyn, a principal with Deloitte Digital, explains how DevOps brings discipline to software development, and discusses the dramatic speed and quality improvements one multinational software company realized by embracing DevOps.